Mazda respects the diversity of its employees, and the Company aims to foster a corporate climate in which every employee can express his or her individuality while working alongside others to contribute to the Company and society.
In support of a comfortable working environment for employees with special needs, Mazda established the Physical Challenge Support Desk for consultations.
- Consultations are conducted for employees with special needs by a special career counselor regarding their work-related concerns, and helping to ensure a workplace environment that facilitates productive work (through devices to convert spoken words into text, partially automatic doors, etc.).
- Holds Physical Challenge Networking Events through the collaborative effort of employees and management in order to provide opportunities for employees with same special needs to introduce their work content or consult each other on worries and problems. Held regularly to promote awareness and realizations that lead to energetic and positive efforts.
- Created the Physical Challenge Guidebook*1, which provides general knowledge on disabilities, so as to deepen understanding of people with special needs, and implement appropriate measures with the aim of creating a work environment in which employees with special needs can thrive.
- Promotes obtaining relevant certifications, and attending training sessions so that people in the workplace can provide further support for employees with special needs.
Career counselors for employees with special needs*2 : 29 (as of April 2012)
Job Supporters*3 : 5 (as of April 2012)
- *1A guidebook to be used when accepting people with special needs, providing information on the characteristics of each disability and considerations upon hiring.
- *2A qualification certified by the Ministry of Health, Labour and Welfare. Counselors provide general workplace and lifestyle consultations and guidance for individuals with special needs.
- *3A person undergoing education and training to become a Hiroshima Prefecture-appointed regular workplace support staff member for employees with special needs.
Through enhancement of measures promoting work-life balance and other initiatives, Mazda is striving to cultivate a workplace in which women can work comfortably, with the ratio of female employees steadily increasing.
Mazda is actively re-employing retired former employees to help them share their expertise, skills, and know-how with younger employees. Efforts are being made to create a work environment that is fulfilling yet able to balance work and personal life through measures such as reduced work hours and shorter days.
Mazda is implementing ongoing measures toward the achievement of a workplace in which limited-term employees can feel fulfilled with their work. A system has been put in place for limited-term employees who have worked for one year or more at Mazda, which prioritizes them over regular applicants in becoming full-time employees. In addition, limited-term employees who have worked for six months or more and had their contracts renewed can become members of the Mazda Workers' Union. Through these and other initiatives, the Company is cultivating a sense of oneness among employees with different employment styles as it aims to cultivate a vibrant environment where employees can enjoy their work.
Mazda implements short- and medium-term human resource exchanges throughout the Group as a whole, through the Global PDC (Global Personnel Development Committee) and other measures, to enable a diverse range of employees to succeed on the global stage regardless of their country of origin or place of employment.
Also, each of the overseas regions and other Group companies conducts a unique recruitment procedure in order to secure global and diverse human resources.
| Number of Employees | Average age | Average years of employment | |||
|---|---|---|---|---|---|
| Production / medical | Administrative / engineering | ||||
| Nonconsolidated | Male | 10,094 | 9,788 | 38.9 | 16.8 |
| Female | 625 | 1,179 | 34.7 | 12.2 | |
| Total | 21,686 |
38.5 | 16.4 | ||
| Consolidated | Total | 37,617 |
- | - | |
- *The number of employees dispatched to other locations is included in the "Nonconsolidated" numbers.
| FY March 2010 | FY March 2011 | FY March 2012 | |
|---|---|---|---|
| Number of female employees hired | 130 | 87 | 118 |
| Number of female managers (assistant manager or above) |
95 | 111 | 125 |
| Percentage of female employees | 8.0% | 8.1% | 8.3% |
| Percentage of female managers (percentage of all employees) |
0.4% | 0.5% | 0.6% |
| Percentage of female managers (percentage of all managers) |
2.4% | 2.9% | 3.2% |
| Number of male managers | 1,291 | 1,301 | 1,324 |
| Number of workers aged 60 and over (Expert Family) |
1,341 | 1,533 | 1,381 |
| Percentage of employees with special needs* |
2.03% | 1.95% | 1.93% |
| Number of current employees
with special needs* |
259 | 261 | 266 |
| Percentage of non-full-time employees | 1.4% | 4.1% | 4.2% |
| Average age of managers | 49.6 | 49.7 | 50.2 |
- *Average number in each fiscal year
Production Engineering Division
Mazda has traditionally hired staff irrespective of country of origin. Being from Malaysia, I was assigned to a department that uses English on a daily basis considering my language ability. My colleagues support me whenever I need assistance in reading Japanese documents. Also, the Super-Flextime Working System enables flexible scheduling of work hours, allowing me to allocate time for my religious prayers.
Being involved in work relating to my home country has been my dream since joining the Company, and it has now come true; I am currently in charge of vehicle production technology for Malaysia and Vietnam.
